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Quick Goal Attainment

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Quick Goal Attainment

  1. 1. Goal Attainment • Well Written Goals have at least 3 parts Action, Level, Deadline “I will sell 10 widgets by six o’clock” • Post goals where you can see them as reminders Place on fridge/desk, in your phone • Check to see who has the highest sales on your team Ask those top performers to share their strategies will you • Talk to others about your goals Friends/coworkers/family will support you • Celebrate when you’ve achieve your goals Treat yourself to something you really enjoy
  2. 2. Emotional Intelligence • A manager increases their ‘Emotional Intelligence’ by being more aware of, and in control of their emotional responses. • At SHB we measure a manager’s ‘EI’ thru surveys where the employees rate them on their ability to Motivate (‘Feel Good’). • Healthy People seek positive environments, and positive relationships that keep them feeling appreciated and safe • Unhealthy People seek negative environments, and volatile relationships that keep them feeling anxious and argumentative • At SHB we are all doing the best we can to attract, recruit, develop and retain those with healthy predispositions.
  3. 3. The Regal Response • L Listen to the guest concern completely Don’t interrupt, Nod, Keep eye contact. • A Apologize for the inconvenience As the guest continues- agree with aspects of their story to gain credibility. Slip in apologies as they continue. Summarize the issue when they are done • S Solve the problem and serve the guest Explain to the guest what your plan of action is. Let them know to ask for you personally (Your Name) if the problem is still not resolved. • T Thank them for their patience and understanding This is where you ‘win the guest over’. Focus more on making sure they left feeling they can count on you; opposed to whether they were right or wrong.
  4. 4. Individual and Collective Identities • People have an ‘Individual Identity’ which needs to be NURTURED. “Afiya has stepped up with projects and our team is better for it” • People have a ‘Collective Identity’ which needs to be NURTURED. “SHB- Many people, One Team; 25 years and still going strong” • Effective leaders NURTURE both teammate Identities each and every day Thru Email, Texts, Phone Calls, One on Ones, Shark-Bites, Social Gatherings, Team Projects, Business Ventures.
  5. 5. Leadership Values & Impact on Culture Organizational Needs Leader Values Worker Attitudes Worker Behaviors Team Results I drew this up to illustrate clearly what a system’s process flow looks like. Typically, the organization is looking for a specific result, and then the leader must decide how she is going to organize people and tasks in order to accomplish/improve the team results. Many business books define a Work Culture as the end result of a 1) Leader Values 2) Worker Attitudes 3) & Worker Behaviors. As you can imagine, this important blend can have a huge impact on team results. I try and reflect on my values and actions each day in an effort to meet the needs of our organization as well as those of our workers.
  6. 6. Transformational Leadership • A Transformational Leaders is devoted to improving performance thru the process of genuine relationship building; person by person. • These leaders involve, inspire, and share methods in an effort to transform teammates into higher functioning human beings • These individuals put more emphasis on the process of education and mentoring over the success of any one personal and team ‘transaction’ • These benevolent leaders connect emotionally with their teammates, and are careful to protect worker self esteem when giving feedback • Transformational leaders go ‘brain to brain’ with players to increase morale, create goals, and strategize together about the most effective ways to achieve personal and organizational objectives.
  7. 7. Core Job Dimensions • Skill Variety Thru scheduling and changing what we ask workers to do from shift to shift. • Task Identity By reviewing contracts, scripts, meeting topics repeatedly until actions become habits • Task Significance By tying in how a regal challenge is linked to a current personal goal or future professional one • Autonomy By playing your position with confidence and by trusting workers and giving them space to take risks and grow • Feedback By offering useful feedback in a neutral or positive way. By showing how a worker can use their strengths to tackle challenges thru goal setting, assessment, and coaching
  8. 8. Leadership & Worker Predisposition Promotion Focus (Offense) • Focus on Positive Outcomes • Open to Change • Creative, Eager, Fast • Risk Taker • Emotional Commitment • Innovative Change Agents • Focus on Quantity & Speed • Positive Attitude • Justice Orientated Prevention Focus (Defense) • Focus to avoid Neg Outcomes • Resistant to change • Skeptical, Hesitant, Paced • Risk Averse • Emotional Detachment • Mastery of Current System • Focus on Quality & Efficiency • Negative/Neutral Attitude • Detail Orientated
  9. 9. High Satisfaction Your Values Organization Values High Satisfaction When choosing a company to work for- make sure their values are in line with your own values. What does that company stand for? What products are they selling? How do they treat their people?. What type of tasks are required for you to handle? Is the job description in line with your DNA? Is the culture in line with your upbringing? If so- you have what is called ‘congruency’, and chances are that you experience a great deal of satisfaction at work because your goals are properly aligned with the company objectives.
  10. 10. High Conflict Org Values When a worker feels that their values are not in line with those of the organization, they can feel tension and frustration. These negative feelings can lead to lower performance, and other negative workplace behaviors. If left unresolved, this cycle of conflict will create a toxic environment which leaves both workers and supervisors feeling unhealthy. At SHB, I know we sometimes feel at odds with certain regal decisions; but on the other hand we have a great deal of autonomy which allows us to pursue mentoring and other people first community service projects.
  11. 11. Quick, Informal Surveys • A very fast way of establishing rapport with employees is through the use of asking simple questions. This type of work place ‘engagement’ is highly effective for transferring knowledge between you and your coworkers. • A good question which facilitates sharing is “What motivates you most at work?” The exchange that follows the question is likely to: show an employee that you care, gives you an opportunity to put a worker in a favored position, teaches you something about that person and your work environment. A worker is likely to respond to this question with something that motivates them like “Learning new things”. • Another effective question to ask is “What one or two changes can we make which would alleviate stress for you at work?” Here an employee is likely to respond with something that de-motivates them like “I would schedule more workers during a rush”. • In both cases you as the leader can help the employee. If there is a situation that cannot be helped like “I hate working Saturdays” you at least have an opportunity to explain why we have to keep things the way they are. Even in this scenario you can use the opportunity to thank your coworker, and maybe even share with them how you at times feel the same way about a particular policy.
  12. 12. The Performance Zone Blue Zone- The Filtered In Recruits Purple Zone- The Striving Rookies Orange Zone- Step up or Step Out Green Zone- Mng & Emp Solid Potentials Red Zone- Mng & Emp High Potentials
  13. 13. Why Leadership Certification? The Occupational/Personal Success Connection
  14. 14. Korman, and Self Esteem • Individuals have a high tendency to achieve to the level that their leaders believe they can. • Past performances (school, exercise, work) become habit. Effective Coaching can help those with a habit of poor performance to break the cycle. • The more a person succeeds in the past, the more they are likely to succeed in the future. Same is true with failure. • Groups (collective Identity) that ‘win’ in the past- are likely to ‘win’ in the future. Same is true with failure. • Cultures that protect, nurture, cultivate self esteem are healthier and more productive than those that do not.
  15. 15. People and Production Max •The Whole Point of our manager “MC” ratings system is to ensure that we are maximizing our ability to make employees feel great while at the same time making the company as much money as possible. •SHB scores a 9.9 on the management grid below day in, and day out.
  16. 16. G.R.O.W. Discussions & Goal Setting • Goals Managers & Employees sit together and work on setting employee goals that will help lift team production • Reality Managers & Employees identify strengths that have led to the reality of the employee’s overall performance • Opportunities (avoid the terms ‘weakness’ or ‘weaknesses’) Managers & Employees identify and list new or improved behaviors that give the employee the opportunity to grow to higher levels in the organization • Wrap up Manager and Employees summarize the discussion by identifying what goals have been established, and make specific plans for a follow up meeting to check up on progress
  17. 17. Delivering Feedback Effective Questions to start off employee appraisal discussions • What is most surprising to you about your performance appraisal scores? This question will help narrow attention and focus to areas that are concerns to the employee. Establishing these priorities will save time and address issues most important to the employee. • What score(s) do you think is most on target? Why? This question will help employees establish confidence as they gravitate toward good scores that communicate success. It might also give an employee the opportunity to identify lower scores they agree with and need to improve on. • What score(s) do you think are off target? Why? This question allows the employee an opportunity to address places where they feel that they received too little or too much credit. Managers have to be accepting and open to a difference of opinion at this phase of the process. This is a good time to establish that a difference of opinion is ok- and that what is more important is that the manager and the employee come together to discuss strategies that will work in the future. • What new behaviors and strategies do you think will have the biggest impact on increasing your overall score? This question allows managers to see if the employee is focused on the same solutions that the manager is focused on. It is important for managers to clarify positions and to leave the employee feeling that with a bit more focus and effort that improvement is within reach. Express confidenceduring your exchanges. Avoid being defensive concerning areas of disagreement. Steer clear of hurtful language, and or personal attacks. Remember to set up a date in the near future to check on progress.
  18. 18. 4 Fears that Impact Personal Growth • Fear of Commitment “I’m not going to give 100%, that way if I am uncomfortable I can just give up and not feel bad about it” • Fear of Ridicule “People are going to make fun of my decision to go in a new direction, especially if I struggle at first” • Fear of Failure “What if I try something new and I am terrible at it? I might look back and see that my comfort zone is gone” • Fear of the Unknown “I know exactly what I have now, so it is better to live with that than it is to take a risk”
  19. 19. Competing Goals Finite Relationship- Not Linear 24hrs GB Clients SB Branding Social Fitness

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